Mainfreight Case Study

Mainfreight Group – Mighty Oaks from little acorns grow A case study of a New Zealand Multinational’s Foreign Market Entry Strategy Mainfreight – Mighty Oaks from little acorns grow. This case study examines the strategies Mainfreight Limited has exploited when entering foreign markets. It examines Mainfreight’s successes and failures and investigates whether its market entry strategies played a significant part in these experiences. The Mainfreight Group market themselves as a global logistics provider offering â€Å"managed warehousing and international and domestic freight forwarding† (Mainfreight, 2013).As of 2013 Mainfreight Limited is operating in over 14 countries in four continents. Originally a domestic freight provider, the company now specializes in providing a large variety of services common to global logistics providers such as domestic haulage of both full and part loads, International Air services, International Sea Container service s, Contract Warehousing and Supply Chain Management as well as other service offerings not commonly associated with global logistics providers including â€Å"Fashion Services, Canadian Transborder Logistics Services and Entertainment Media Logistics†(Linkedin, 2013).Mainfreight generally focuses on target areas they identify they can add more value to than â€Å"simple cartage† (Massey University, 2009) Mainfreight attribute their success to their unique culture, stating on their website that they â€Å"have developed a style of doing business, successful not only in New Zealand, but around the world†. Whilst this is a bold statement, Mainfreight has had some great accomplishments. Their success hasn’t been an accident and this mighty oak was once a little acorn.Since its inception in 1978, Mainfreight has grown significantly and is often cited as one of New Zealand’s most successful companies (Otago Business School, n. d. ). Founded by Bruce Ples ted with $7,200 (Mainfreight, 1996) â€Å"and a 1969 Bedford truck† (Fairfax NZ News, 2008) Mainfreight’s business quickly expanded. Neil Graham joined Plested in 1979 as Joint Managing Director and opened their first Christchurch Branch.Growth continued and Mainfreight soon developed â€Å"New Zealand’s most extensive [domestic] freight network† (Mainfreight, 2013) by using coastal shipping to get around draconian laws that required â€Å"all freight travelling on land a greater distance than 150 kilometres to be moved by rail. † (Mainfreight, 1996) Mainfreight Founder Bruce Plested â€Å"By the time land transport deregulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies.With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve† â€Å"By the time land transport dereg ulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies. With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve†Complementary to the company’s special culture Plested believed that some of the company’s success could be assigned to its agility and responsiveness to change, stating in Mainfreight’s 1996 prospectus; Revenue exceeded NZD$10 million for the first time in 1984 and the first Mainfreight International branches, 50% owned by the Mainfreight Limited in conjunction with their managers opened in Christchurch and Auckland also opened. Mainfreight, 1996) 1989 saw the opening of Mainfreight’s first Australian branch in Sydney with a view to offering services that â€Å"would allow customers to treat New Zealand and Australia as one market† (New Zealand Management Maga zine, 2007). Mainfreight International Branches also opened in Melbourne and Sydney and revenue first exceeded NZD$50 million. The period between 1990 and 1996 was typified by geographic expansion throughout Australia and New Zealand.This growth was primarily via two different channels; via organic growth from its existing operations, and through acquisition of competitors or complementary service providers. Service expansion and differentiation formed the backbone of Mainfreight’s organic growth platform through the early 1990’s. Named operations such as Metro Cartage, Wharf Operations and Distribution began to appear alongside the regular Mainfreight and Mainfreight International brands. Revenues continued to grow and the New Zealand domestic and International parts of he business continued to excel. However, the same could not be said for Mainfreight’s Australian operations which did not break even until 1994 (Kennedy, 2000). â€Å"By having a strong domesti c and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† By having a strong domestic and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† Despite these losses Mainfreight’s commitment to the Australian market was never in doubt.Executive Chairman Bruce Plested described the perception that the rest of the world regard Australia and New Zealand as one market and that m ultinationals â€Å"increasingly engage a global freight company to provide all their freighting and warehousing services throughout the world† (Mainfreight, 2002). Plested’s argument was that by having a presence in both Australia and New Zealand it would demonstrate to large multinationals that Mainfreight were the logistics provider of choice and specialists in this geography.He did not feel he could achieve this operating in New Zealand alone. In order to rectify the company’s poor Australian result the business undertook a series of acquisitions through the early to mid 1990’s that included Mogal Freight, MSAS and Premier VIP stores. (Refer to Table 1. 1 for more information on Mainfreight’s acquisitions during the period between 1980 and 1995). TABLE 1. 1 Plested in an interview with Graeme Kennedy in March 2000 reflected on the Australian operations struggles; â€Å"We have struggled to break into the usiness with those bigger customers sin ce we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, the services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation† We have struggled to break into the business with those bigger customers since we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, t he services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation†It was the acquisition in 1994 of Premier VIP Stores that finally gave Mainfreight the critical mass of customers required to finally start making profit from their Australian operation. With profitability worries behind them, operating revenues hitting NZD$100 million per annum and all three divisions of Mainfreight Limited’s business operating profitably, the business listed on the New Zealand stock exchange on the 14th June 1996. 35 million shares, roughly 60% of the company’s issued capital, was made available by owners Bruce Plested and Neil Graham to the general public at a price between $0. 5 and $1. 10 per share (Mainfreight, 1996) The listing proved to be an immediate success with Mainfreight’s share price increasing 72% in its first year as a publically listed company. Acquisitions in New Zealand and Australi a continued throughout 1997/1998. Mainfreight purchased 75% of LEP Freightways New Zealand and purchased outright LEP International Australia, Combined Haulage, Senco Haulage and Trade Air Ocean Ltd all significant players in the Australasian logistics industry. Mainfreight’s international growth continued, purchasing minority shareholdings in ISS and Associates in Hong Kong (37. % of Bolwick Ltd) and China (50% of Mainfreight Express Ltd) one month after opening its first Mainfreight International branch outside of Australasia, also in Hong Kong in September of 1998. This signified the start of Mainfreight’s push to become a global player in the logistics scene which continued with the purchase of CaroTrans from Arkansas Best Corp in 1999. Mainfreight bought 49. 5% of the CaroTrans operation with the remaining shareholding taken up by an investor group that included CaroTrans CEO Greg Howard. Refer to table 1. 2 to see how Mainfreight Group had structured its investme nt in other subsidiaries as of 2001.TABLE 1. 2 â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai. Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai.Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. In their 2001 Annual Report Mainfreight described the group of businesses they had acquired over the past 21 years. The period between 2002 and 2007 saw Mainfreight focus on its existing geographies. In New Zealand growth occur red through the opening of new Mainfreight domestic transport branches as well as through the 79. 6% acquisition of the Owens Group of companies in 2003.The company’s Australian operations were also performing with revenues from Australian Domestic and International segments equalling the New Zealand group’s sales performance for the first time. Mainfreight purchased the outstanding 51. 5% of CaroTrans in 2004 and opened additional branches of across the United States and Australia. Mainfreight International opened further Chinese branches in Ningbo, Shenzen and Guangzhou. Table 1. 3 demonstrates Mainfreight Groups financial performance by geographical segment for the year ending 31st March 2007. TABLE 1. 3 Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfr eight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost management Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfreight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost managementMainfreight’s expansi on did not stop there. Target Logistics, a public company listed on the American Stock Exchange was acquired â€Å"in an all-cash transaction valued at approximately USD $53. 7 million† (CW Downer & Co, 2007). This represented Mainfreight’s largest acquisition to date. Chris Coppersmith CEO and President of Target Logistics stayed on with the company and headed up the newly formed Mainfreight USA, however his time in the role was short lived. By the end of 2009, Coppersmith was no longer with the company having been replaced by 14 year Mainfreight Veteran John Hepworth.Mainfreight’s 2009 annual report shed some light on some of the issues the American operation was facing. During this period Mainfreight purchased the outstanding shares from its Management in Hong Kong and China and disposed of its 75% shareholding in both LEP International New Zealand and Australia for AUD $83 million to minority shareholder Agility Logistics Group (Mainfreight, 2007). However t hese setbacks did not slow down the Mainfreight Group, the company achieving sales of NZD $1 Billion for the first time in time 2009.Buoyed by consistent sales growth the company continued with its rapid development and advanced into Europe. The Wim Bosman group of companies, â€Å"one of the largest privately? owned, integrated transport and logistics providers in the Netherlands and Belgium with 14 branches across six European countries, with more than 1,000 transport units, more than 275,000m? of warehouse and cross docking facilities and approximately 1,414 team members† (Mainfreight,2011) was purchased outright in 2011 for 110 million Euros. This time however Mainfreight installed Mark Newman, one of Mainfreight’s first graduates as CEO of the European business.Mark having spent 21 years with Mainfreight, Mark was very familiar with the company’s culture and drive to succeed. In the company’s 2012 Annual Report Newman reflects on his first year in ch arge of Wim Bosman / Mainfreight Europe. â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies. During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies.During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† Despite these continued expansion struggles Mainfreight is still being awarded accolades, in 2012 winning the â€Å"Best Growth Strategy† award at the Deloitte / Management Top200 Awards Ceremony. So, what has Mainfreight learnt from these acquisitions and how h as their behaviour changed over time? Refer to the tables 1. 4 and 1. for an update on Mainfreight Groups financial performance by geographical segment and the group’s structure as of 31 March 2012, before answering the Questions in Section two. TABLE 1. 4 TABLE 1. 5 Questions / Discussion 1) Can Mainfreight truly be classified as a â€Å"global† logistics provider? Using Collinson and Rugman’s definition from Peng’s 2014 text of a true global multinational enterprise having â€Å"at least 20% of sales in each of the three regions of the Triad consisting of Asia, Europe and North America but less than 50% in any one† we can see that Mainfreight does not quite fit this criteria. Table 1. shows Mainfreight Groups consolidated sales by geographic segment for 2012. Sales in the USA and Europe represented 24% and 23% respectively of the group’s NZD$ 1. 8billion total sales. Asia however contributed only 3%. Strictly following Rugman’s defi nition this would suggest that Mainfreight is not truly a global logistics provider. If we redefine Rugman’s definition to state â€Å"at least 20% of sales in each of three regions but less than 50% in any one† the 54% of sales coming from Australasia would suggest that Mainfreight is still to Australasian centric to be considered a true â€Å"global† logistics provider. ) Has Mainfreight's mode of entry into foreign markets changed over time? If so how, and why? There have been some consistent themes as well as some changes to Mainfreight’s market entry strategies since opening their first Mainfreight International Branch in 1984. The consistent themes have seen Mainfreight continuously pursue Equity modes as means of entry. As a service provider Mainfreight has been unable to pursue some non-equity modes of entry, as it is not possible to export their services to foreign markets, although Licensing and Franchising agreements could have been pursued in other markets if Mainfreight so desired.The main changes in Mainfreight’s approach occurred between 2005 and 2007. This was most obvious when Mainfreight acquired 100% of Target Logistics, increased its shareholding to 100% in both its Hong Kong and Chinese operations and divested its 75% shareholding in LEP New Zealand and Australia. This move to wholly owning their subsidiary’s represented a significant change in thinking for Mainfreight, who up until this time entered new markets in Joint Venture, often sharing costs, risks and profits in conjunction with the subsidiary’s Senior Management. This previous approach was evident in the 49. % purchase of CaroTrans from Arkansas Best Corp in conjunction with CEO Greg Howard and in the Hong Kong and Chinese operations opened in 1998. Whilst the incorporation of CaroTrans into Mainfreight’s business was seen as a success, the introduction into the stable of fellow American company Target Logistics was anything but. Target CEO Chris Coppersmith stayed on when the business transferred to Mainfreight ownership, however the Target business could not adapt to the cultural and financial expectations expected of it by Mainfreight’s Board and Coppersmith was soon replaced by veteran Mainfreight Executive John Hepworth.As of 2012, the American division is still struggling, remaining the least profitable of all geographic segments in terms of its size as indicated in the table below. NZD 000's| | | | | | | NZ| Aus| USA| Asia| Europe| Revenue| 455. 7| 529| 439| 56| 419| EBITDA| 54. 5| 33. 7| 19| 2. 6| 28. 1| ROR| 12. 0%| 6. 4%| 4. 3%| 4. 6%| 6. 7%| Despite Mainfreight continually pushing their culture as the number one reason for their success, it may be that they have overlooked the importance of adapting to certain countries specific norms and values.It certainly wasn’t a new concept as Mainfreight had experienced these struggles in the past, Bruce Plested’s interview with Gr aeme Kennedy in 2000 touched on the cultural differences of the Australian and New Zealand markets stating â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies† (Kennedy, 2000) The Wim Bosman acquisition which also saw Mainfreight Executive Mark Newman promoted has also struggled financially.Is it a coincidence that Mainfreight’s joint ventures thrived whilst the wholly owned subsidiaries struggled? The major benefit of joint ventures is the access to partners’ knowledge, albeit whether it relates to regulative, normative or cognitive institutions. It appears this is something Mainfreight has overlooked in the recent past as it moved toward wholly owning its foreign subsidiaries. 3) Why do you think that Mainfreight has entered the markets it has? Mainfreight has applied some logic to the markets it has chosen to enter.Australia is a logical first point of call for many New Zealand firms looking to expan d overseas due to the common language, regulatory environments and similar, albeit different, cultural norms. From an international organizations point of view, these similarities are compounded. Mainfreight’s chairman Bruce Plested stated that multinationals often view both New Zealand and Australia as just one market making Australia a logical first stepping stone in Mainfreight’s overseas expansion. Up until 2010 Mainfreight’s expansion had focused on extending the New Zealand part of the company’s global reach.Statistics New Zealand (2013) states that â€Å"New Zealand depends heavily on international trade, especially with especially with Australia, China, the United States, and Japan† and unsurprisingly these are the countries (excluding Japan) that Mainfreight has expanded into. The cultural differences between New Zealand and the Chinese and American markets are much more significant than those between the New Zealand and Australian markets or other traditional trading partners such as Britain.However, the sheer weight of imports and exports flowing into and out of these countries has made them obvious candidates for Mainfreight to expand into as it seeks to expand into markets complementary to the existing business. The purchase of Wim Bosman is interesting in that it is not a purchase that would traditionally be seen as complementary to Mainfreight’s New Zealand business when compared to markets such as Japan with whom New Zealand has significantly more trade.However, the opening of European markets could be seen as complimentary to Mainfreight’s US and Chinese operations in particular as these operations continue to grow, evolve and mature. 4) What are some of the risks associated with the approaches to foreign direct investment and the markets Mainfreight has chosen to enter? Mainfreight experienced Liability of Foreignness when it first entered the Australian market place. As outlined in my response to Question 1, firms, especially large ones would not give Mainfreight a chance unless they were seen to employ Australians.This was an inherent disadvantage of being a foreign company entering a new market in a â€Å"greenfield† capacity. Later Mainfreight expansion addressed some of these risks through the use of Joint Ventures in foreign markets such as China, Hong Kong and in the purchase of CaroTrans in the USA. As Mainfreight’s market entry strategy changed towards wholly owning their subsidiaries, some of these risks arose again. Mainfreight’s approach in fully acquiring existing business often helped to minimize these dangers as Mainfreight was not competing for a piece of the existing market share as it was previously with its greenfield entry into Australia.Mainfreight has not adopted a consistent approach to renaming businesses it has taken over. For example Target Logistics was renamed as Mainfreight USA, whilst the Wim Bosman acquisition has retain ed the company’s original branding possibly helping to overcome some of the cultural negativity foreign firms experience in other host countries. As a smaller New Zealand based multinational in the service industry Mainfreight has managed to mitigate many of risks that may apply to other companies, however currency risks and rivalry among competing firms are areas Mainfreight is still susceptible to.Regulatory risks are still very real however probably lesser in geographies such as Australia, the EU and New Zealand than they are the United States and China. 5) Relative to smaller logistics providers in New Zealand what are the main advantages Mainfreight enjoys from its MNE status? Peng (2014) refers to firms having OLI advantages or Ownership, Location and Internalization advantages. Using Peng’s framework, relative to non-multinationals operating in the New Zealand logistics industry, Mainfreight has the following advantages.Ownership Mainfreight benefits in that it has control and ownership of a significant part of the supply chain compared to say a New Zealand domestic transport company or a New Zealand warehousing provider. Mainfreight is able to compete with these non-multinationals by offering the convenience of an all in one managed solution to its clients or alternative competing on price with non-multinationals in their market as Mainfreight may be able to cross subsidise certain parts of its business.For example, Mainfreight may sell New Zealand warehousing services at a loss if it guarantees means they may win a customer’s lucrative freighting business. Location Mainfreight’s advantages over a non multinational from a location perspective are much harder to determine. As a service industry Mainfreight would find it hard to capitalize on Natural resources, low cost efficiencies and innovation, however there may be some advantages gained through having a global presence and subjecting Mainfreight’s brand to a global audience.This means Mainfreight could have a distinct advantage over non multinational logistics providers as potential customers (particularly large global ones) are more likely to know of Mainfreight’s operations. Internalization Some of the benefits Mainfreight experiences here are similar to the Ownership benefits outlined above. By not having to pay external suppliers margins on different services within a customer’s supply chain, Mainfreight can potentially offer more competitive services and retain profits inhouse. References Collinson, S. and Rugman, A. (2007).The regional character of Asian multinational enterprises. APJM, Ch. 24. Pp. 429-446. C. W. Downer ; Co. (2007, September 18). Target Logistics, Inc. , Agrees to be acquired by Mainfreight Limited. Retrieved from http://www. cwdowner. com/index. php? option=com_content;view=article;id=72;Itemid=31 Deloitte. (2012, November 29). Top 200 Companies Awards Reflect Future Direction for NZ Enterprise. Retrieve d from http://www. deloitte. com/view/en_NZ/nz/news-room/3ee15be7bf94b310VgnVCM2000003356f70aRCRD. htm Fairfax NZ News. (2008, November 26). Mainfreight's Plested wins Beacon Award.Retrieved from http://www. stuff. co. nz/business/735585 Kennedy, Graeme. (2000, March 17). Mainfreight develops major logistics operation. Retrieved from http://www. sharechat. co. nz/article/69e6e5bb/mainfreight-develops-major-logistics-operation. html Linkedin. (2013, February 28). Mainfreight. Retrieved from http://www. linkedin. com/company/mainfreight? trk=top_nav_home Mainfreight Limited. (1996) Mainfreight Limited Prospectus. Retrieved from http://epublishbyus. com/ebook/ebook? id=10005147#/4 Mainfreight Limited. (1997, July 2). Annual Report 1997. Retrieved from Mainfreight Case Study Mainfreight Group – Mighty Oaks from little acorns grow A case study of a New Zealand Multinational’s Foreign Market Entry Strategy Mainfreight – Mighty Oaks from little acorns grow. This case study examines the strategies Mainfreight Limited has exploited when entering foreign markets. It examines Mainfreight’s successes and failures and investigates whether its market entry strategies played a significant part in these experiences. The Mainfreight Group market themselves as a global logistics provider offering â€Å"managed warehousing and international and domestic freight forwarding† (Mainfreight, 2013).As of 2013 Mainfreight Limited is operating in over 14 countries in four continents. Originally a domestic freight provider, the company now specializes in providing a large variety of services common to global logistics providers such as domestic haulage of both full and part loads, International Air services, International Sea Container service s, Contract Warehousing and Supply Chain Management as well as other service offerings not commonly associated with global logistics providers including â€Å"Fashion Services, Canadian Transborder Logistics Services and Entertainment Media Logistics†(Linkedin, 2013).Mainfreight generally focuses on target areas they identify they can add more value to than â€Å"simple cartage† (Massey University, 2009) Mainfreight attribute their success to their unique culture, stating on their website that they â€Å"have developed a style of doing business, successful not only in New Zealand, but around the world†. Whilst this is a bold statement, Mainfreight has had some great accomplishments. Their success hasn’t been an accident and this mighty oak was once a little acorn.Since its inception in 1978, Mainfreight has grown significantly and is often cited as one of New Zealand’s most successful companies (Otago Business School, n. d. ). Founded by Bruce Ples ted with $7,200 (Mainfreight, 1996) â€Å"and a 1969 Bedford truck† (Fairfax NZ News, 2008) Mainfreight’s business quickly expanded. Neil Graham joined Plested in 1979 as Joint Managing Director and opened their first Christchurch Branch.Growth continued and Mainfreight soon developed â€Å"New Zealand’s most extensive [domestic] freight network† (Mainfreight, 2013) by using coastal shipping to get around draconian laws that required â€Å"all freight travelling on land a greater distance than 150 kilometres to be moved by rail. † (Mainfreight, 1996) Mainfreight Founder Bruce Plested â€Å"By the time land transport deregulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies.With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve† â€Å"By the time land transport dereg ulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies. With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve†Complementary to the company’s special culture Plested believed that some of the company’s success could be assigned to its agility and responsiveness to change, stating in Mainfreight’s 1996 prospectus; Revenue exceeded NZD$10 million for the first time in 1984 and the first Mainfreight International branches, 50% owned by the Mainfreight Limited in conjunction with their managers opened in Christchurch and Auckland also opened. Mainfreight, 1996) 1989 saw the opening of Mainfreight’s first Australian branch in Sydney with a view to offering services that â€Å"would allow customers to treat New Zealand and Australia as one market† (New Zealand Management Maga zine, 2007). Mainfreight International Branches also opened in Melbourne and Sydney and revenue first exceeded NZD$50 million. The period between 1990 and 1996 was typified by geographic expansion throughout Australia and New Zealand.This growth was primarily via two different channels; via organic growth from its existing operations, and through acquisition of competitors or complementary service providers. Service expansion and differentiation formed the backbone of Mainfreight’s organic growth platform through the early 1990’s. Named operations such as Metro Cartage, Wharf Operations and Distribution began to appear alongside the regular Mainfreight and Mainfreight International brands. Revenues continued to grow and the New Zealand domestic and International parts of he business continued to excel. However, the same could not be said for Mainfreight’s Australian operations which did not break even until 1994 (Kennedy, 2000). â€Å"By having a strong domesti c and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† By having a strong domestic and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† Despite these losses Mainfreight’s commitment to the Australian market was never in doubt.Executive Chairman Bruce Plested described the perception that the rest of the world regard Australia and New Zealand as one market and that m ultinationals â€Å"increasingly engage a global freight company to provide all their freighting and warehousing services throughout the world† (Mainfreight, 2002). Plested’s argument was that by having a presence in both Australia and New Zealand it would demonstrate to large multinationals that Mainfreight were the logistics provider of choice and specialists in this geography.He did not feel he could achieve this operating in New Zealand alone. In order to rectify the company’s poor Australian result the business undertook a series of acquisitions through the early to mid 1990’s that included Mogal Freight, MSAS and Premier VIP stores. (Refer to Table 1. 1 for more information on Mainfreight’s acquisitions during the period between 1980 and 1995). TABLE 1. 1 Plested in an interview with Graeme Kennedy in March 2000 reflected on the Australian operations struggles; â€Å"We have struggled to break into the usiness with those bigger customers sin ce we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, the services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation† We have struggled to break into the business with those bigger customers since we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, t he services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation†It was the acquisition in 1994 of Premier VIP Stores that finally gave Mainfreight the critical mass of customers required to finally start making profit from their Australian operation. With profitability worries behind them, operating revenues hitting NZD$100 million per annum and all three divisions of Mainfreight Limited’s business operating profitably, the business listed on the New Zealand stock exchange on the 14th June 1996. 35 million shares, roughly 60% of the company’s issued capital, was made available by owners Bruce Plested and Neil Graham to the general public at a price between $0. 5 and $1. 10 per share (Mainfreight, 1996) The listing proved to be an immediate success with Mainfreight’s share price increasing 72% in its first year as a publically listed company. Acquisitions in New Zealand and Australi a continued throughout 1997/1998. Mainfreight purchased 75% of LEP Freightways New Zealand and purchased outright LEP International Australia, Combined Haulage, Senco Haulage and Trade Air Ocean Ltd all significant players in the Australasian logistics industry. Mainfreight’s international growth continued, purchasing minority shareholdings in ISS and Associates in Hong Kong (37. % of Bolwick Ltd) and China (50% of Mainfreight Express Ltd) one month after opening its first Mainfreight International branch outside of Australasia, also in Hong Kong in September of 1998. This signified the start of Mainfreight’s push to become a global player in the logistics scene which continued with the purchase of CaroTrans from Arkansas Best Corp in 1999. Mainfreight bought 49. 5% of the CaroTrans operation with the remaining shareholding taken up by an investor group that included CaroTrans CEO Greg Howard. Refer to table 1. 2 to see how Mainfreight Group had structured its investme nt in other subsidiaries as of 2001.TABLE 1. 2 â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai. Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai.Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. In their 2001 Annual Report Mainfreight described the group of businesses they had acquired over the past 21 years. The period between 2002 and 2007 saw Mainfreight focus on its existing geographies. In New Zealand growth occur red through the opening of new Mainfreight domestic transport branches as well as through the 79. 6% acquisition of the Owens Group of companies in 2003.The company’s Australian operations were also performing with revenues from Australian Domestic and International segments equalling the New Zealand group’s sales performance for the first time. Mainfreight purchased the outstanding 51. 5% of CaroTrans in 2004 and opened additional branches of across the United States and Australia. Mainfreight International opened further Chinese branches in Ningbo, Shenzen and Guangzhou. Table 1. 3 demonstrates Mainfreight Groups financial performance by geographical segment for the year ending 31st March 2007. TABLE 1. 3 Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfr eight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost management Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfreight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost managementMainfreight’s expansi on did not stop there. Target Logistics, a public company listed on the American Stock Exchange was acquired â€Å"in an all-cash transaction valued at approximately USD $53. 7 million† (CW Downer & Co, 2007). This represented Mainfreight’s largest acquisition to date. Chris Coppersmith CEO and President of Target Logistics stayed on with the company and headed up the newly formed Mainfreight USA, however his time in the role was short lived. By the end of 2009, Coppersmith was no longer with the company having been replaced by 14 year Mainfreight Veteran John Hepworth.Mainfreight’s 2009 annual report shed some light on some of the issues the American operation was facing. During this period Mainfreight purchased the outstanding shares from its Management in Hong Kong and China and disposed of its 75% shareholding in both LEP International New Zealand and Australia for AUD $83 million to minority shareholder Agility Logistics Group (Mainfreight, 2007). However t hese setbacks did not slow down the Mainfreight Group, the company achieving sales of NZD $1 Billion for the first time in time 2009.Buoyed by consistent sales growth the company continued with its rapid development and advanced into Europe. The Wim Bosman group of companies, â€Å"one of the largest privately? owned, integrated transport and logistics providers in the Netherlands and Belgium with 14 branches across six European countries, with more than 1,000 transport units, more than 275,000m? of warehouse and cross docking facilities and approximately 1,414 team members† (Mainfreight,2011) was purchased outright in 2011 for 110 million Euros. This time however Mainfreight installed Mark Newman, one of Mainfreight’s first graduates as CEO of the European business.Mark having spent 21 years with Mainfreight, Mark was very familiar with the company’s culture and drive to succeed. In the company’s 2012 Annual Report Newman reflects on his first year in ch arge of Wim Bosman / Mainfreight Europe. â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies. During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies.During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† Despite these continued expansion struggles Mainfreight is still being awarded accolades, in 2012 winning the â€Å"Best Growth Strategy† award at the Deloitte / Management Top200 Awards Ceremony. So, what has Mainfreight learnt from these acquisitions and how h as their behaviour changed over time? Refer to the tables 1. 4 and 1. for an update on Mainfreight Groups financial performance by geographical segment and the group’s structure as of 31 March 2012, before answering the Questions in Section two. TABLE 1. 4 TABLE 1. 5 Questions / Discussion 1) Can Mainfreight truly be classified as a â€Å"global† logistics provider? Using Collinson and Rugman’s definition from Peng’s 2014 text of a true global multinational enterprise having â€Å"at least 20% of sales in each of the three regions of the Triad consisting of Asia, Europe and North America but less than 50% in any one† we can see that Mainfreight does not quite fit this criteria. Table 1. shows Mainfreight Groups consolidated sales by geographic segment for 2012. Sales in the USA and Europe represented 24% and 23% respectively of the group’s NZD$ 1. 8billion total sales. Asia however contributed only 3%. Strictly following Rugman’s defi nition this would suggest that Mainfreight is not truly a global logistics provider. If we redefine Rugman’s definition to state â€Å"at least 20% of sales in each of three regions but less than 50% in any one† the 54% of sales coming from Australasia would suggest that Mainfreight is still to Australasian centric to be considered a true â€Å"global† logistics provider. ) Has Mainfreight's mode of entry into foreign markets changed over time? If so how, and why? There have been some consistent themes as well as some changes to Mainfreight’s market entry strategies since opening their first Mainfreight International Branch in 1984. The consistent themes have seen Mainfreight continuously pursue Equity modes as means of entry. As a service provider Mainfreight has been unable to pursue some non-equity modes of entry, as it is not possible to export their services to foreign markets, although Licensing and Franchising agreements could have been pursued in other markets if Mainfreight so desired.The main changes in Mainfreight’s approach occurred between 2005 and 2007. This was most obvious when Mainfreight acquired 100% of Target Logistics, increased its shareholding to 100% in both its Hong Kong and Chinese operations and divested its 75% shareholding in LEP New Zealand and Australia. This move to wholly owning their subsidiary’s represented a significant change in thinking for Mainfreight, who up until this time entered new markets in Joint Venture, often sharing costs, risks and profits in conjunction with the subsidiary’s Senior Management. This previous approach was evident in the 49. % purchase of CaroTrans from Arkansas Best Corp in conjunction with CEO Greg Howard and in the Hong Kong and Chinese operations opened in 1998. Whilst the incorporation of CaroTrans into Mainfreight’s business was seen as a success, the introduction into the stable of fellow American company Target Logistics was anything but. Target CEO Chris Coppersmith stayed on when the business transferred to Mainfreight ownership, however the Target business could not adapt to the cultural and financial expectations expected of it by Mainfreight’s Board and Coppersmith was soon replaced by veteran Mainfreight Executive John Hepworth.As of 2012, the American division is still struggling, remaining the least profitable of all geographic segments in terms of its size as indicated in the table below. NZD 000's| | | | | | | NZ| Aus| USA| Asia| Europe| Revenue| 455. 7| 529| 439| 56| 419| EBITDA| 54. 5| 33. 7| 19| 2. 6| 28. 1| ROR| 12. 0%| 6. 4%| 4. 3%| 4. 6%| 6. 7%| Despite Mainfreight continually pushing their culture as the number one reason for their success, it may be that they have overlooked the importance of adapting to certain countries specific norms and values.It certainly wasn’t a new concept as Mainfreight had experienced these struggles in the past, Bruce Plested’s interview with Gr aeme Kennedy in 2000 touched on the cultural differences of the Australian and New Zealand markets stating â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies† (Kennedy, 2000) The Wim Bosman acquisition which also saw Mainfreight Executive Mark Newman promoted has also struggled financially.Is it a coincidence that Mainfreight’s joint ventures thrived whilst the wholly owned subsidiaries struggled? The major benefit of joint ventures is the access to partners’ knowledge, albeit whether it relates to regulative, normative or cognitive institutions. It appears this is something Mainfreight has overlooked in the recent past as it moved toward wholly owning its foreign subsidiaries. 3) Why do you think that Mainfreight has entered the markets it has? Mainfreight has applied some logic to the markets it has chosen to enter.Australia is a logical first point of call for many New Zealand firms looking to expan d overseas due to the common language, regulatory environments and similar, albeit different, cultural norms. From an international organizations point of view, these similarities are compounded. Mainfreight’s chairman Bruce Plested stated that multinationals often view both New Zealand and Australia as just one market making Australia a logical first stepping stone in Mainfreight’s overseas expansion. Up until 2010 Mainfreight’s expansion had focused on extending the New Zealand part of the company’s global reach.Statistics New Zealand (2013) states that â€Å"New Zealand depends heavily on international trade, especially with especially with Australia, China, the United States, and Japan† and unsurprisingly these are the countries (excluding Japan) that Mainfreight has expanded into. The cultural differences between New Zealand and the Chinese and American markets are much more significant than those between the New Zealand and Australian markets or other traditional trading partners such as Britain.However, the sheer weight of imports and exports flowing into and out of these countries has made them obvious candidates for Mainfreight to expand into as it seeks to expand into markets complementary to the existing business. The purchase of Wim Bosman is interesting in that it is not a purchase that would traditionally be seen as complementary to Mainfreight’s New Zealand business when compared to markets such as Japan with whom New Zealand has significantly more trade.However, the opening of European markets could be seen as complimentary to Mainfreight’s US and Chinese operations in particular as these operations continue to grow, evolve and mature. 4) What are some of the risks associated with the approaches to foreign direct investment and the markets Mainfreight has chosen to enter? Mainfreight experienced Liability of Foreignness when it first entered the Australian market place. As outlined in my response to Question 1, firms, especially large ones would not give Mainfreight a chance unless they were seen to employ Australians.This was an inherent disadvantage of being a foreign company entering a new market in a â€Å"greenfield† capacity. Later Mainfreight expansion addressed some of these risks through the use of Joint Ventures in foreign markets such as China, Hong Kong and in the purchase of CaroTrans in the USA. As Mainfreight’s market entry strategy changed towards wholly owning their subsidiaries, some of these risks arose again. Mainfreight’s approach in fully acquiring existing business often helped to minimize these dangers as Mainfreight was not competing for a piece of the existing market share as it was previously with its greenfield entry into Australia.Mainfreight has not adopted a consistent approach to renaming businesses it has taken over. For example Target Logistics was renamed as Mainfreight USA, whilst the Wim Bosman acquisition has retain ed the company’s original branding possibly helping to overcome some of the cultural negativity foreign firms experience in other host countries. As a smaller New Zealand based multinational in the service industry Mainfreight has managed to mitigate many of risks that may apply to other companies, however currency risks and rivalry among competing firms are areas Mainfreight is still susceptible to.Regulatory risks are still very real however probably lesser in geographies such as Australia, the EU and New Zealand than they are the United States and China. 5) Relative to smaller logistics providers in New Zealand what are the main advantages Mainfreight enjoys from its MNE status? Peng (2014) refers to firms having OLI advantages or Ownership, Location and Internalization advantages. Using Peng’s framework, relative to non-multinationals operating in the New Zealand logistics industry, Mainfreight has the following advantages.Ownership Mainfreight benefits in that it has control and ownership of a significant part of the supply chain compared to say a New Zealand domestic transport company or a New Zealand warehousing provider. Mainfreight is able to compete with these non-multinationals by offering the convenience of an all in one managed solution to its clients or alternative competing on price with non-multinationals in their market as Mainfreight may be able to cross subsidise certain parts of its business.For example, Mainfreight may sell New Zealand warehousing services at a loss if it guarantees means they may win a customer’s lucrative freighting business. Location Mainfreight’s advantages over a non multinational from a location perspective are much harder to determine. As a service industry Mainfreight would find it hard to capitalize on Natural resources, low cost efficiencies and innovation, however there may be some advantages gained through having a global presence and subjecting Mainfreight’s brand to a global audience.This means Mainfreight could have a distinct advantage over non multinational logistics providers as potential customers (particularly large global ones) are more likely to know of Mainfreight’s operations. Internalization Some of the benefits Mainfreight experiences here are similar to the Ownership benefits outlined above. By not having to pay external suppliers margins on different services within a customer’s supply chain, Mainfreight can potentially offer more competitive services and retain profits inhouse. References Collinson, S. and Rugman, A. (2007).The regional character of Asian multinational enterprises. APJM, Ch. 24. Pp. 429-446. C. W. Downer ; Co. (2007, September 18). Target Logistics, Inc. , Agrees to be acquired by Mainfreight Limited. Retrieved from http://www. cwdowner. com/index. php? option=com_content;view=article;id=72;Itemid=31 Deloitte. (2012, November 29). Top 200 Companies Awards Reflect Future Direction for NZ Enterprise. Retrieve d from http://www. deloitte. com/view/en_NZ/nz/news-room/3ee15be7bf94b310VgnVCM2000003356f70aRCRD. htm Fairfax NZ News. (2008, November 26). Mainfreight's Plested wins Beacon Award.Retrieved from http://www. stuff. co. nz/business/735585 Kennedy, Graeme. (2000, March 17). Mainfreight develops major logistics operation. Retrieved from http://www. sharechat. co. nz/article/69e6e5bb/mainfreight-develops-major-logistics-operation. html Linkedin. (2013, February 28). Mainfreight. Retrieved from http://www. linkedin. com/company/mainfreight? trk=top_nav_home Mainfreight Limited. (1996) Mainfreight Limited Prospectus. Retrieved from http://epublishbyus. com/ebook/ebook? id=10005147#/4 Mainfreight Limited. (1997, July 2). Annual Report 1997. Retrieved from

Business opportunity Essay

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Organizational Frames Essay Example | Topics and Well Written Essays - 1750 words

Organizational Frames - Essay Example Organizations are tools or instruments to meet goals and objectives, and to carry out tasks (Johnson, 2003). As such, structures in achieving calculable rational results as well as precision, stability, discipline, and reliability are in order (Max Weber, cited in Johnson, 2003). Frames or windows, for instance, filter and order the world, providing a structure from which to view things. In my role as an Organizational Analyst for the City of San Jose, I had recommended the merger of two small community centers that were less than two miles apart and were providing a similar range of programs and services. The recommendation was carried out and was considered in the City’s proposed operating budget. The concept, however, was poorly handled by the Parks and Recreation Department where the Department’s managers had decided not to release information about the potential merger to center staff or to the community prior to publication of the proposed operating budget. The Alma community therefore was shocked to find that their Center was slated for closure and the Alma employees were upset to learn that their jobs would be impacted. Recovering from the initial shock, participants from the Alma Center protested the closure and eventually convinced the City Council to drop the proposal. In the 1980s, Bolman and Deal (1991) developed one of the most useful organizational typologies for viewing and studying leadership. Synthesizing existing theories of leadership and organizations into four traditions, they came up with a taxonomy labeled as â€Å"frames.†

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Individual Legal Minor Project - Essay Example ntellectual property (IP) is the general name given to the laws covering patents, trademarks, copyright, designs, circuit layouts, and plant breeder’s rights. â€Å"IP Australia recently reviewed production of the Journals. This review resulted in the decision to cease production of paper versions of the Journals, with new electronic versions being freely available on IP Australia’s website† (Cessation of Paid Advertising in IP Australia’s Official Journals Effective 26th May 2005, n.d) â€Å"It is an important part of almost any business as it can apply to confidential information, designs and inventions that contribute to the success of the business† (Intellectual Property, n.d) A desktop publisher must have good knowledge about the existing laws related to copyright, privacy and misleading advertising in order to avoid possible disputes. This paper briefly analyse the essentials a desktop publisher know about the Australian laws regarding copyright, privacy and misleading advertising. â€Å"Copyright is part of an area of law known as intellectual property. Intellectual property law protects the property rights in creative and inventive endeavours and gives creators and inventors certain exclusive economic rights, generally for a limited time, to deal with their creative works or inventions† (What is intellectual property?, 2008) The purpose of copyright is to encourage people (creators of certain new things which is useful to the society) to contribute more to the wellbeing of the society. Such contributors will get some financial benefits when other people use his contributions which will encourage him to search for more new things useful to the society. ‘The primary end of the law on copyright is to give to the author of a creative work his just reward for the benefit he has bestowed on the community and also to encourage the making of further creative works’ (Copyright purposes and sources, 2009) Desktop publishers while preparing designs, captions

Organized Crime Essay Example | Topics and Well Written Essays - 1000 words

Organized Crime - Essay Example oods and services, including but not limited to gambling, prostitution, loan-sharking, narcotics, labor racketeering and other activities of the members of the organization’ (Mallory, 2006). There have been many famous gangsters who have run their crime syndicate with huge success and instilled fear and hatred in the mindset of the general public. But Al Capone of Chicago and Pablo Escobar of Columbia have been notorious for their violence ridden mass murders, rapid increase in their illegal activities and successful evasion of the law and legal network. Though both these criminals existed at different places and time, their modus operandi was quite similar and both were never actually tried for any of the cold blooded murders that they had committed through their henchmen. Despite the open knowledge of their organized crime by the state agencies, the law was always one step behind mainly because of their linkages and affiliations within the powerful political and legal arena which both of them deliberately cultivated. Al Capone was born on 1899 in Brooklyn and grew up in a neighborhood which was renowned for its unlawful activities. From the early age, he was involved into petty crimes and was member of two ‘kid gangs’, the Brooklyn Rippers and Forty Thieves Juniors (Al Capone,internet). He started on to his career in organized crime when he was employed as bouncer and bartender in Harvard Inn, run by the then notorious gangster Frankie Yale. After getting indicted in a murder case where he had killed two men in New York, he was released because of lack of evidence; he relocated to Chicago, along with his family and started working for John Torrio, another notorious gangster who was involved in bootlegging business. Capone gained the trust of his mentor and later became his partner. After Torrio moved from Chicago, Capone became the head of the ‘outfit’ and expanded and controlled the syndicate which was operating various gambling joints, brothels,

Old School Culture and a New Principal Research Paper

Old School Culture and a New Principal - Research Paper Example Even the need was initially filled by teachers themselves or principal teachers, but later most principals stopped teaching because of the increased demand for their time to be spent in the fulfillment of management responsibilities. While schools were continuing to grow, principal teachers became full-time administrators in most schools. The school principal is holding the top most position in the administration of elementary, middle and high school. The purpose of this study is to analyze the given case and to conclude an idea about the impact of new principal in the field of school culture, to enumerate the consequences of approaches of a principal towards the factors which directly or indirectly influence the school culture, especially in the rules and procedures and to portrait the vivid behavioral pattern of a principal as he is a good leader. It tries to portrait the school culture and to analyze the plan in relate with professional growth. School Principal as organizational administrator and academic leader The overall culture of an institution is directly linked with principals, so they were responsible for building maintenance, public relations, financial operations, student personality and growth, school policy regarding discipline, coordination of the instructional program, scholastic and co-scholastic area of curriculum and other overall school matters. The culture is a complex term which includes moral belief, customs, knowledge, art, laws and any other habits and capabilities attained by human beings as a member of society (Prus R.C, 1997, p, 28). Normally, an identical set of morale and belief, especially those with which educator deals with can be termed as a strong culture. To be a culture as a positive one the morale, value and belief should be in a harmonious with empirical evidence and other factors having the good knowledge base (Kowalski, 2003). The principal should have a good leadership quality so he has to lead the others to attain their group goal and the level to whi ch the principal keeps to maintain a collaborative relationship with school staff. The principal must aware about prevailing condition with which ancestors guided and sustained the institute and its culture. The sudden changes, even it is necessary in the succession of years with innovative phase, may badly affect the co-workers and friends also. Without question, revamping culture of an institute having the long run history is the most terrifying task in climate change. Underlying shared costumes and believes that influence behavior often are very difficult to identify either because the coworkers are unwilling to talk about them or because they may unable to do so (Kowalski T J et al, 2007. p,27). He or she must be vigilant on his surroundings to make all as supportive for him in his succession with the positive changes especially in affaires relating to teachers, student, parents and community at whole. A slight derail may results in to an explosion due to depending on living mat ter other than in life less matters. Case Study Reflection: 1. Factors that contributed to the conflict between a majority of the teachers and Principal Lettimore. Lettimore is a newly appointed principal of Oliver Wendell Holmes Elementary School located in a fading urban area in the large California school district. Even though he had long experiences as principal in other high standard schools of the same district, he faced a sturdy conflict from majority of his staff and co-workers, mainly from teachers, due to the following factors: Resistance to change: John Lettimore adopted a change in the rules with which the school had

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Leadership Theory Essay Example | Topics and Well Written Essays - 2500 words

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School Choice †An Educational Custom Fit Essay Example for Free

School Choice – An Educational Custom Fit Essay Imagine if only one size of pants were sold in stores and government regulations wouldn’t allow any other size to be made available to consumers. This may sound crazy but it’s much like what’s happening with the education of our nation’s children. As Americans we enjoy a wide range of personal choice, and thankfully it includes our ability to select the pants that fit us best. But think for a moment about traditional public education. For decades the public school system has offered a one size fits all approach to educating our nation’s children. As we approached the 21st century, the public school system began to show its age. More and more children began to fall behind in a rapidly changing environment marked by the introduction of personal computers and later the internet. Sensing a need for change, many people began to push for new educational models that would keep up with the times. This marked the beginning of the school choice movement. Both charter schools and school voucher programs are collectively referred to as â€Å"school choice† initiatives, in that they allow parents freedom to choose individualized education options for their children that are outside of the traditional â€Å"one size fits all’ public school system. A school voucher program provides parents with certificates that are used to pay for education at a school of their choice, rather than the public school to which they are assigned. Charter schools on the other hand are publicly funded schools that have been freed from inefficient public school system rules and regulations in exchange for accountability to produce positive, measurable results. These agreed to results are set forth in each school’s.

William Shakespeare and Julius Caesar Essay Example for Free

William Shakespeare and Julius Caesar Essay William Shakespeare was born on April 23, 1564. Records show that Shakespeare was baptized three days after he was born, on April 26, 1564. He grew up in a town called Stratford upon Avon. During his lifetime, Shakespeare had three jobs. He was a playwright, a businessman, and an actor. Shakespeare not only wrote plays, but also sonnets. His most famous sonnet would be â€Å"Sonnet 18†. Some of his greatest plays are The Tragedy of Julius Caesar and The Tragedy of Romeo and Juliet. Shakespeare was known for stealing the ideas for his plays from other playwrights during his time. But, somehow he wrote magnificent plays and became the greatest playwright of all time. Shakespeare was also a businessman, just like his father. His father was a glove maker and a well respected man in the community. Although Shakespeare was not well respected, he was a successful businessman. He was a co-owner of The Globe Theatre, which was an amphitheatre located near the Themes River in England. Unfortunately, The Globe Theatre burnt down and was not able to be rebuilt by the time Shakespeare died. As an actor, Shakespeare did take part in some of his plays. Although he was never known to play the main roles. In some cases he would play a character that was important to the show.   Tragically, Shakespeare died on April 23, 1616. This is the day believed to be his birthday. Shakespeare was a very busy man during his life. He was an actor, a co-owner of The Globe Theatre, and the greatest playwright in history. The Tragedy of Julius Caesar Act I The major characters that start the play are Julius Caesar, Brutus, Cassius, Antony, and the soothsayer. Act I begins on February 15, when Caesar is celebrating his defeat over Pompey. The soothsayer warns Caesar, Beware the ides of March, but Caesar pays no attention to it. Cassius pulls Brutus aside to talk to him about Caesar and joining the conspiracy. Terrible weather is foreshadowing trouble. Act II The main characters in act II are Calpurnia, Caesar, Brutus, Portia, Cassius, and the other conspirators. Brutus joins the conspiracy and leads it. He tells Cassius and the other conspirators that there will be no oath, no Cicero, and no killing of Mark Antony. Calpurnia has a dream that Caesar is killed and convinces him not to go to the capitol. Decius reinterprets the dream and changes Caesars mind about going to the capitol. Portia begins to worry about Brutus because he hasnt been talking to her lately. Act III The main characters in this act are Caesar, Brutus, Antony, and the other conspirators. Caesar is again warned on his way to the capitol, but ignores it. The conspirators gather around Caesar in the capitol to discuss Metillus brother being released from banishment. Then they all stab and murder Caesar. Antony meets with the conspirators and pretends to be friends with them, but his real plan is to get revenge for Caesars death. Brutus allows Antony to speak at Caesars funeral. First Brutus speaks and wins over the crowd. Then Antony speaks and turns the crowd against Brutus and the conspirators by reading Caesars will. Act IV The main characters in this act are Octavius, Antony, Lepidus, Brutus, Cassius, and Caesars ghost. Antony, Octavius, and Lepidus are triumvirs, but Antony and Octavius are not sure whether or not Lepidus should rule with them. Brutus found out that Portia has died from swallowing fire. He is also arguing with Cassius a lot. Caesars ghost appears to Brutus and warns him that he will die at Philippi. Act V The main characters in act V are Octavius, Antony, Brutus, and Cassius. They all decide to meet in the field before the battle to talk. Cassius decides to run upon his own sword and kill himself. This is ironic because it is his birthday. Brutus finds out that Cassius is dead and decides to run upon his own sword too.

The Formation Of The Pakistan Army History Essay

The Formation Of The Pakistan Army History Essay Pakistan came into being on 14 Aug 1947 as one country comprised mainly of contagious Muslim areas. Today even after more than sixty years down the line the country is struggling to become a nation. Pakistans army has had the distinction of holding of reigns of the country for more than thirty-eight years. Martial law regimes have come up in Pakistan in spite of democratically elected governments, the Army continued to exercise control even when civilians were titular rulers of Pakistan. There are many possible questions as to why the Pakistan army is so different then the Indian Army although both the armies share a similarity in cultural heritage and an inherited legacy of political neutrality from the British. . How and under what circumstances did Pakistan Army gained such colossal proportion of importance in the social fabric of Pakistan so as to be the major factor in deciding the policies, relations and thus the destiny of Pakistan in the new world order. Army in Pakistan gained importance which continued to grow steadily, maybe after the first instance of employment of Army for internal security problem on 06 mar 1953,the place was Lahore. The situation was brought under control within two days. The soldiers were withdrawn on 14 May and two days later Dawn newspaper commented that Memories of the Army rule in Lahore will linger for a long time to come and a new look that Lahore has acquired and the sense of discipline among its people inculcated by the Army will bear eloquent testimony to the good work done by Maj Gen Azam Khan and his men. This probably was the building block through which Pakistan Army got itself entrenched to seats of power in future. Many scholars have also raised the question of the age old problem of humankind that is economics driving the force behind the Pakistan Army being reluctant to give away its stake in power.The initial patriotism changed to self sustenance and then to safeguard the vital economic interests of the army. Over the years we have seen that Pakistan has been able to force the world opinion and aid towards itself as per Dr Philip Colhn pakistan is a nation which puts barrel a pistol on its head and demands aid,help otherwise it would shoot itself. This argument merits considerstion as due to its unique geopolitical position it has become a major player and a strategic partner for the sole superpower USA in the fight against terror. The crux of the problem are the bribes the Pakistani military establishment openly seeks from the international community for any move on its part whether it is to help rein in Taliban or severe its institutional support to India directed terror groups. Another point which drives the behavior of Pakistan is that it has to live with the fact that it lacks strategic depth and so it has raised its stakes in Afghanistan which it considers its strategic depth and the militant outfits operating with the blessings of Pakistan Army,more in particular of ISI are also considered as strategic partners which would come to play when the need arises. METHODOLOGY Statement of the Problem The Pak Army traditionally preoccupied itself with political, social, economic security concerns of the nation. It started with Field Marshal Mohammad Ayub Khan ( 17 Jan 1951 Apr 1969) since then there has been many instances when power was bestowed on civil regimes but due to their corruption and mis governance people of Pakistan turned back to their Army leadership for solace. The role of the Pakistan army in politics, is contributing to dissonance with India. Hypothesis The army has been supreme power centre and has played its role in all the major time lines in the history of the nation irrespective of the global and geo strategic positions prevailing at that time. The foreign policies and political issues are dictated to a certain extent by the GHQ. This role of Pakistan army in politics, especially in the present sub-continental context, is the major cause of dissonance with India. Justification of the Study The Pakistan Army has been able to influence the political, social and religious aspirations of the people of Pakistan. In doing so it has been able to justify its involvement in almost all spheres of the governance .As a powerful organization ,it has been able to present a picture to the population that in the present scenario it is the only organization in Pakistan which can safeguard the nations integrity and security from the biggest enemy, India. This study proposes to see the correlation between the Army and the governance and power structure of Pakistan further if its this mindset is the root cause of dissonance with India. Scope The study will deal with the historical backdrop and the symbiotic relationship which has emerged between civil and military relations in Pakistan. The role played by army in politics and its subsequent effect on relations with India. The study will cover the military regimes in brief along with the three wars and the proxy war in Kashmir resulting in fomenting trouble against India . Method of Data Collection The means and sources of gathering information , which would assisted in completing this paper are appended below:- guest speakers . Articles of significance in Indian and Pakistani newspapers. Periodicals and Journals. Books written by various writers in the subject. A bibliography of the above means and sources is appended at the end of the text. Organisation of the Dissertation In the course of the dissertation, the subject is proposed to be analysed in the following parts: (a) Chapter II. Historical Perspective of Pak Army Ideology. (b) Chapter III. Pak Failed Democracy or State (c) Chapter IV. Wars with India, their impact on policy formulation.. (d) Chapter V. Civil Military Relations and their dynamics. (e) Chapter VI. Influence Of Pak Army On Relations With India. (f) Conclusion. (g) Bibliography CHAPTER II HISTORICAL PERSPECTIVE OF PAKISTAN ARMY IDEOLOGY As we look into the events that unfolded after 14 Aug 1947we would come to the conclusion that very few nations come into existence as India and Pakistan came into being. The partition of British india into two independent nations of India and Pakistan has a long and sorrow saga of violence, mistrust, betrayal and a sense of unfullfillment Of the objectives for which this division was sought by their political leaders. The initial problems have continued till date and there is little hope for a peaceful, permanent solution.The problems which have become a more or less a permanent feature in relations between the two countries are (a) The territorial claims of J K (b) Disproportionate arms acquisition as seen by each other. (c) Nuclear Status. (d) Partition of undivided India. The partition of British India also included division of the Army between India and Pakistan.The war department was split on 19 July 1947 and many units began moving components to the destinations on either side of the border. The task was not an easy one as the numbers were large the British Indian Army was 400,000 strong.It was decided that Indian Army would get 2,60,000 with balance allotted to Pakistan. Out of the twenty nine infantry regiments Pakistan received eight a similar ratio of division took place in other fighting arms. The transformation was not easy and in most of the cases it ended in sorrow while in some cases it ended in slaughter although it was not of a soldier killing a fellow soldier. Creation of a new stste did not have an auspicious beginning. It is not surprising that the distrust engendered by mass slaughter has continued to linger on even today. Another reason for the distrust formulated in the psyche of the Pakistan was the fact that in the middle of chaos and terror the newborn armies had a tough and challenging task of creating a balanced fighting forces.India got a large proportion of base installation as most of the stores, depots were located within India.It had been worked out that 170,000 tons of equipment and stores were to be dispatched to Pakistan in 300 train loads actually Pakistan only received three railway wagon loads from India containing obsolete or useless items such as prophylactics left over from early treatment centers set up during the Second World War in Burma as recalled by General Gul Hassan . This denial of equipment to Pakistan contributed to the rapid souring of relations. The territories were to be distributed by two commissions chaired by Sir Cyril Radcliffe, an eminent jurist who lacked knowledge about the subcontinent. Mountbatten the then Viceroy of British India is supposedly to have used all his charm to persuade the rulers of approximate 500 independent Princely States to accede to India rather than to Pakistan. He succeeded but with three exceptions of Hyderabad, Junagarh and Kashmir.The Nawab of Junagarh immediately after partition declared accession to Pakistan it was within Indian territory so it accession was not practicable ,as it had only 20 percent muslim population its accession was not logical either. Hyderabad was also a similar problem as 86 per cent of its population was hindu but Kashmir was a muslim dominated state with a hindu ruler who wanted to be independent. Thus amidst this chaos India did military action in Junagarh after its Nawab fled to Pakistan .The Nizam of Hyderabad Osman Ali had not decided to opt for either of the countries the and there was a standstill which lasted till 13 september 1947 when Indian troops took over the state. Thus,in two of the desputed territories there had been solutions one in Junagarh involved plebiscite favouring India and other at Hyderabad involving military action .The problem of Kashmir was similar but was not solved and has led to was and tension between two countries since then. The actions by India in Junagarh, Hyderabad and the Kashmir dispute had a very negative effect in the general psyche of Pakistan towards India who now came to be seen as a nation which could use force to re-unite the subcontinent. This fear was the initial trigger in formulation of policies within Pakistan and was instrumental in deciding its international policies and relations .We can argue that these notions were not correct and an extension of imagination by Pakistan but it should be remembered that when it was critical for Pakistan to stabilize its internal situation India ,although was also doing the same inside its territories ,was insensitive and committed actions without taking Pakistan into confidence thus augmented Pakistans fears against India. In view of the above arguments it is clear that the problems and the inadvertent actions by India to solve then coupled with the scars of a bloody partition made Pakistan security conscious and its leaders were of the opinion that with a large neighbour who doe not hesitate to use force Pakistans territorial integrity was at a risk. This formulated the foundation of Pakistan policies to be formulated and followed. The policy of leaders, whether civil or military, was to strengthen defense of Pakistan at all conditions and cost. The chaos and internal problems made the political elected representatives dependent on the bureaucracy to run the administration and on the army to safeguard territorial integrity of the nation and maintain law and order . The army should only be called for maintenance of law and order duties only in exceptional cases but in Pakistan it became a regular feature and paved the way for future role which the Army had to play. Although Indian and Pakistani armies had a common origin in the old British Indian Army their employment and conduct differed drastically some differences are :- (a) Pakistan Army has been ruling the nation for more than 32 years since it attained independence and so it has acquired great influence and powers within the politics and society. (b) The Pakistan army was created from scratch and it led to a mixed legacy of pride and bitterness at having to create a virtually new army in the face of active Indian hostility. (c) The basis of creaton of Pakistan was to created as an Islamic state, so its army had to adapt to Islamic principles and practices and used it to build upon its strength. (d) After partition the responsibility of the defence of the North West Frontier Provinces was that of Pakistan , changing its entire strategic outlook. The unique feature of composition of Pakistan Army is that it is dominated by Punjabi Muslims. The Pakistan army had something like 60 percent Punjabi Muslims and the next bigger chunk from the North West Frontier Province. Thus, the army came to be dominated by the Punjabi-Pathan, psyche and culture of defiance, unwillingness to accept defeat, and not accepting responsibility for it by transferring it to someone else, further an urge to dominate, certain recklessness and a deep desire for revenge. As has already been mentioned that Punjabi Muslim officers formed the majority of the Offr cadre and thus acquired a influential position in the newly formed state of Pakistan: they stressed that the intrinsic worth of Pakistan was the Islamic character of Pakistan this was in turn to be reflected in the Islamic character of the military. They propagated , the history of Pakistan had its origin to Muslim dominance in South Asia and Pakistanis were natural conquerors of the region as their purer religion was an asset and their aggressive character. These beliefs led to the belief of the supremacy of Pakistani martial classes over Hindu India. Since its inception the military rulers have had a great say in formulating policies ,laws which shaped Pakistans destiny. The Army is dominated by Punjabis which come from affluent land lord ,industrial class ,these classes traditionally have been the ruling elite thus the Army officers belonging to these regards military ascendancy of politics not only as a right but as a duty as well. The degree to which military represent interests of others is a debatable issue further , the army has steadily extended its field to include protection of the national ideology, as per its own interpretation . Under Zia ideology of Pakistan being a Muslim state changed, in due course of time, to an Islamic polity and now it has further changed to Pakistan being a nation of enlightened moderation. General Zias Islamisation campaign affected both Pakistani society and the Army Zia tried to build a more puritanical and devout Army and allowed some religious groups like Tabligh e Jamat .to become acti ve in the Army.He was also the first Army Chief to attend the annual conventions of this group.Zia religion to be integrated in the syllabus of the staff college and encouraged the study of Islams teachings regarding the conduct of war. The unquestionable military professionalism of the Pakistan army is resultant of the fighting traditions and natural instincts of people of North-West India. The problem of Pakistan Army is that it has a constricted base of its recruitment, and a far larger role is played by tribal and clan factor which tend to deal with proficient matters in a similar manner which on a hindsight is constricted ethnic viewpoint. This clan background increases the stress to prove that one is more courageous and aggressive than the other, with little consideration to the cost of such action an institute like would have to pay and an example of such foolhardiness in Pakistan Army can be that of the Kargil misadventure undertaken by it on such considerations. The Pakistan army guards their integrity , protects their position in the society, and wants to protect a foundation or an idea since the day Pakistan was created. Further it has been dynamic in establishment of internal law and order. Furthermore, it has forever regarded itself as the special expression of the idea of Pakistan, and a few officers have advocated an activist role in reforming the society where it has fallen below the standard of excellence set by the military. The professionalism of the Pakistan army has been strongly influenced by the philosophy of Pakistan. During 1980s the army began to assume the role of the only defender of the countrys ideological frontiers. This resulted in change in the social culture of the army, and its officer corps. The Pak army officer corps influences the defense policy as well as politics of Pakistan. The military has maintained its supremacy in politics has been successfully projecting itself as saviours of the state, it has laid claim of the sole agency capable of promoting and safeguarding national integration and prevailing only when it becomes necessary to prevent collapse. Post independence, the Pakistan army identified and stressed that Islam was a unifying force. There are regular attempts by military think tanks to decrease the degree of influence of British Indian army patterns and the need to alter as per Islamic principles. A Lieutenant General involved with training in the army states , Islam is a religion in which certain amount of regimentation is germane. You have a system, a core, so basically therefore, for a Muslim, as I see it; he gets a certain orientation, a certain organisation and a certain discipline. General Zia tried to change the ethos of the army, making Islamic custom and teachings part of the armys day-to-day activities. He changed the motto of the army from Jinnahs Unity, Faith and Discipline to Iman, Taqwa, Jihad fi Sabeelillah (Faith, Obedience of God and Struggle in the Path of Allah) and even allowed members of the fundamentalist Tableeghi Jamaat to preach at the PMA. Many Muslim officers had to choose between India and Pakistan during partition and a fairly large number chose this option. Most probably they thought that they would have more opportunities in an Islamic state vis a vis a secular democracy having a Hindu majority. The occurrence of partition established the worst doubt of these officers. It taught Pakistani officers one basic rule: trust no one in a situation of a Hindu or Sikh vs. Muslim and take nothing for granted, except when you have the force to defend yourself. This suspicion (but not fear) of communal enemies was imprinted on the psyches of almost all officers in the new Pakistan army. Later the distribution of military stores and non receipt of the promised stores from India, Indian actions in Kashmir,Junagarh and Hyderabad, made Pakistan officers formulate a sense of distrust and perception- real or imagined that India was dishonest in its dealings especially when it come to Pakistan are part of the inheritance of the present-day Pakistan army. Pakistani officers of subsequent generations believe in this mistrust of India as a primary postulation, which is as true as the formulation of their country and it would take a herculean effort of both sides to completely erase this belief from the subconscious mind. . Pakistan Army is perceived to be a highly motivated and a disciplined organisation. The people have conventionally shown great admiration, even high regard, for its officers and soldiers, who have time and again performed when the time of reckoning, come. On the other hand the military leadership has frequently let the military and the country down. Slowly, respect, has been replaced by a feeling of fear and hatred and has generated dialogue on the army and its role in the countrys polity. During the Zia regime in the late 1980s, people were so fed up with the uniform and its interference in daily life that many Army officers desisted going in public places in uniform . During 1990s, hatred of the military was due to the fact that the army was seen encroaching into the commercial life of the cities and even agriculture.Even during the time Musharraf was in power People minced no words when it came to criticizing the military but they taked within the four walls of their houses.They adjusted to the military rule which it seems to have become habit of sorts.